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Integrated Plan forCENTERS OFEXCELLENCE FY 16-17

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INTEGRATED PLAN FOR CENTERS OF EXCELLENCE FY 16-17

Table of Contents

President’s Foreword | 2

Introduction | 4

Division of Nursing Education | 6

Center for Creative Arts | 10

Public Safety Training Institute | 14

Hospitality Management Center | 18

Center for Information Technology | 22

Manufacturing Technology Center | 26

The mission of the College is to

provide high quality, accessible and

affordable educational opportunities

and services – including university

transfer, technical and lifelong

learning programs – that promote

individual development and improve

the overall quality of life in a

multicultural community.

Cuyahoga Community College will

be recognized as an exemplary

teaching and learning community

that fosters service and student

success. Cuyahoga Community

College will be a valued resource

and leader in academic quality,

cultural enrichment and economic

development characterized by

continuous improvement, innovation

and community responsiveness.

To successfully fulfill the mission and

vision, Cuyahoga Community College

is committed to diversity, integrity,

academic excellence and achievement

of individual and institutional goals. We

are dedicated to building trust, respect

and confidence among our colleagues,

students and the community.

MISSION VISION VALUES


Cuyahoga Community College (Tri-C®) Centers of Excellence exist to fill the educational, cultural and economic needs of their local communities by providing the most innovative and inclusive programming in their respective areas. The College’s six Centers of Excellence are the Division of Nursing Education, the Public Safety Training Institute, the Center for Creative Arts, the Hospitality Management Center, the Center for Information Technology and the Manufacturing Technology Center.

Each of these centers of excellence contributes to the overallCollege mission, vision and values as well as the six areasoutlined in the College’s strategic plan for fiscal years 16-18:

• Student completion• Student experience• Equity in outcomes• Workforce impact• Transparency, accountability and communication• Commitment, continuity and community outreach

Student completion is more critical now than ever before, with performance-based educational funding models posing new challenges to U.S. community colleges. At the same time, President Barack Obama has set a national goal to produce 10 million more college graduates between 2010 and 2020. In order to be considered a Tri-C Center of Excellence, a program must consistently enroll a large number of students and demonstrate high success rates. Tri-C’s Nursing department is a wonderful example, ranking fourth among U.S. community colleges granting associate degrees in nursing based on enrollment and graduation rates.

Significant impact on workforce development in key areas of future job growth is important to the communities of Northeast Ohio because more than 85 percent of Tri-C students continue to live and work in the area following graduation. Tri-C’s Centers of Excellence offer high-quality,

industry-relevant courses that use state-of-the-art facilities to provide the comprehensive, hands-on training students need to gain a competitive edge in today’s job market. Tri-C is proud to offer realistic skills training for both current and future first responders within the Public Safety Training Institute’s 12-county target region at its new Public Safety Training Center, featuring specialized training and simulation areas.

Community outreach and engagement efforts require transparency and accountability to be effective. To fully connect and engage with the community, the College must share its story in the most honest and relatable terms. As part of this mission, an integrated approach to communication, using both traditional and non-traditional strategies, helps Tri-C present a clear and consistent message. The Hospitality Management Center holds various events, many open to the public, that allow the talents of our students and staff to shine through cooking demonstrations and themed dinners. These types of events help validate the effectiveness of Tri-C’s training programs in a tangible way.

An institutional commitment to affordability has been part of the College’s mission since the very beginning and continues to top the list of College-wide priorities. Affordable tuition sets Tri-C apart from other colleges and universities in our area – in fact, the College’s tradition of financial stewardship allows it to offer the second-lowest tuition rate in the state of Ohio. In addition to this, each year the Tri-C Foundation offers more than 100 scholarship opportunities to those who need financial assistance to pursue their educational goals. These opportunities include scholarships from The Convention and Visitors Bureau of Greater Cleveland; Medical Mutual; the Detective Peter Merylo Endowment; and the Hospitality Management, Jazz Studies, Creative Arts, Nursing and Health Careers and Police Academy scholarship funds.

Accessibility has been a main focus for Tri-C since the College opened its doors in 1964. By placing a high priority on equity for students and the communities it serves, the College will make significant strides toward eliminating the achievement gap that exists among minority and economically disadvantaged populations. Providing open access to Tri-C’s educational and cultural programming through its Centers of Excellence is an important step toward closing the gap and creating opportunities for members of these underserved communities. With support from the Jennings Foundation, students in the Cleveland Metropolitan School District are able to participate in the Center for Creative Arts’ orchestra program free of charge. Nearly half of all students enrolled in this program go on to enroll in college credit courses.

With all of these goals and priorities in mind, the Integrated Plan for Centers of Excellence was conceived as a way to educate Tri-C’s stakeholders about the rich, diverse curricula and top-notch facilities that have made these exemplary programs regionally and nationally recognized leaders in their fields. This document highlights what each center of excellence is already doing and how it plans to improve even further through strategic partnerships and fresh, innovative programming.

As president of the College, I am proud of the level of proficiency and recognition that these six areas have achieved and look forward to identifying even more centers of excellence in the future.

Alex Johnson, Ph.D.PresidentCuyahoga Community College

President’s Foreword

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What makes a center of excellence? To be considered one of Tri-C’s Centers of Excellence, a program must meet the following criteria:

• Addresses a key area in which future job growth is expected

• Is a key supplier of skilled workers for local employers

• Enrolls a large number of students year after year

• Demonstrates high success rates

• Offers innovative educational programs

• Has broad impact on the region

• Uses state-of-the-art facilities

• Receives national recognition in its field

Tri-C’s six Centers of Excellence cover a wide range of disciplines and potential career paths from health care to safety to the arts and beyond. Each represents a sector of the workforce in which job opportunities continue to expand, creating a positive economic impact on the communities of Northeast Ohio.

These centers of excellence are:

• The Division of Nursing Education

• The Center for Creative Arts

• The Public Safety Training Institute

• The Hospitality Management Center

• The Center for Information Technology

• The Manufacturing Technology Center

Introduction

Tri-C’s Division of Nursing Education administered the first associate degree nursing program in the state of Ohio in 1964 and continues to produce well-prepared graduates, many of whom embark on careers at the Cleveland Clinic, University Hospitals and other well-known institutions. Tri-C’s fully accredited nursing program currently ranks fourth among community colleges in the nation, with an average of 1,000 students enrolled per year. The ratio of students to full-time faculty is 22:1, which allows for a high degree of individual interaction. In 2014, the program produced 445 graduates College-wide.

Since 1982, the Public Safety Training Institute has provided the best in law enforcement and fire training in Northeast Ohio. The Institute provides basic training through the police, fire, private security, corrections and bailiff academies as well as advanced training to support local emergency response services in our communities. The Public Safety Training Center on the Western Campus, opened in September 2014, features specialized simulation areas that provide unparalleled opportunities for realistic, hands-on skills training. Tri-C’s academies train more emergency response professionals than any other academy in Ohio.

The Center for Creative Arts offers degrees and certificates in a wide spectrum of creative disciplines. The Center also presents cultural showcases, such as Tri-C JazzFest Cleveland, that bring nationally known acts and hundreds of visitors to our city. In 2012, Cleveland native and Grammy Award-winning music producer Tommy LiPuma made a $3 million endowment to Tri-C in support of the school’s progressive movement toward the latest technological advances in creative arts. The Tommy LiPuma Center for Creative Arts at the Metropolitan Campus houses media arts, recording arts and performing arts studios; animation and music technology labs; dance and theater studios and more, along with The Rock and Roll Hall of Fame and Museum’s library and archives.

Tri-C’s Hospitality Management Center (HMC) is a leader in quality educational programs in Northeast Ohio and is recognized as such throughout the region. This center of excellence offers associate degrees in Culinary Arts, Lodging and Tourism and Restaurant and Food Service Management in addition to a variety of short-term certificates. Experienced faculty, rich curricula and connections to leaders in the Cleveland-area hospitality industry provide students with the hands-on experience they need to succeed. The HMC, located in downtown Cleveland, adds to the city’s diverse and exciting culinary scene and Public Square’s revitalization. Co-located with Pura Vida Restaurant and Bar, the HMC provides spectacular amenities including two full-size kitchens and a demonstration studio. The facility also hosts dinner and demo nights along with corporate teambuilding events featuring a mix of professional cooking instruction and organizational effectiveness training through Tri-C’s Corporate College®.

The Center for Information Technology, addresses the national demand for skilled IT professionals and will significantly impact the local economy by training unemployed and underemployed individuals for jobs that provide family-sustaining wages. The IT Center will leverage the strengths of existing academic and workforce programming to optimize career and educational opportunities for Tri-C students, allowing them to align their interests and aptitudes with appropriate IT career pathways. Specialized centers for high-demand, high-growth program areas including cyber security, cloud computing and analytics (or “big data”) will be established at various campus locations. The IT Center offers associate degrees in Business Solutions, Programming and Development, Computer Networking Hardware and Networking Software in addition to short-term certificates and advanced certificates of value in specific areas such as IT project management and Web application development.

Tri-C’s newest Center of Excellence, the Manufacturing Technology Center, is based out of the Unified Technologies Center (UTC), one of the area’s largest full-service technical training centers. The facility offers hands-on training labs featuring state-of-the-art equipment that allows Tri-C graduates to fulfill the growing talent and technology needs of the manufacturing industry in Northeast Ohio. Students are trained in the high-demand areas of machining, 3D printing, programmable logic controls and mechatronics and are able to move seamlessly along the academic continuum from GED attainment to non-credit training to credit-based certificates of proficiency to associate degrees. Some graduates find opportunities for employment in various manufacturing fields while others transfer to pursue bachelor degrees at partner universities. With its academic training, wraparound services and integrated enrollment services, the Manufacturing Technology Center defines Tri-C’s one-door approach to academic and career advancement.

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TRI-C’S FULLY ACCREDITED

NURSING PROGRAMC U R R E N T LY

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MANUFACTURINGTECHNOLOGY CENTER

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THE CENTER FORINFORMATION TECHNOLOGYADDRESSES THE NATIONAL DEMAND

F O R S K I L L E D I TPROFESSIONALS

CENTER FORCREATIVE ARTS

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Division ofNursing EducationOverarching Goal

To provide high-quality nursing education that prepares graduates to practice in a challenging health care environment and attain a foundation for advanced levels of nursing education; to support student achievement and success through the effective use of academic support resources

Strategy #1:Revise nursing curriculum to ensure that it is evidence-based, addresses current health care trends, prepares graduates for the workforce and builds a foundation for the next level of nursing education

Health care reform demands a system that is evidence-based and offers the highest quality of care. Nurses are the single largest group of health care professionals in the country. As nursing becomes increasingly complicated, today’s nurses must possess the knowledge and skills required to provide safe, effective nursing care. Practical and associate degree nursing programs are the foundation to building a more highly educated nursing workforce.

Impact on Student Success and CompletionAn integrated, evidence-based nursing curriculum better prepares students to meet the challenges of practicing as practical and registered nurses and lays a solid foundation for higher levels of nursing education.

MeasuresCourse and program completion rates, National Council Licensing Examination (NCLEX) pass rates, exit test scores, job placement rates, graduate and employer satisfaction surveys

Collaborative Units Tri-C Counseling Centers, eLearning and Innovation, Liberal Arts and Sciences

TimelineSpring 2015 – Fall 2018

Other Strategic Focus Area AddressedWorkforce Impact

AQIP Categories AddressedCategory 1 – Helping Students LearnCategory 2 – Meeting Student and Other Key Stakeholder NeedsCategory 6 – Quality Overview

Strategy #2:Create a seamless entry into higher levels of nursing education

Educational pathways that bridge practical, associate and baccalaureate degree nursing education are essential. The increasingly complex health care needs of a multicultural and aging population accentuate the need for advanced education in nursing and a more highly qualified nursing workforce. Establishing articulation agreements with local university partners will help facilitate the seamless transfer of credit between associate and baccalaureate programs.

Impact on Student Success and CompletionCreating opportunities for nursing degree completion at advancing levels is essential in preparing nurses to meet 21st century workforce demands. The establishment of articulation agreements also plays a crucial role in meeting that goal.

MeasuresNumber of RN-to-BSN articulation agreements, graduate enrollment in baccalaureate nursing programs, LPN-to-RN-program completion rate

Collaborative UnitsAccess and Completion, Tri-C Counseling Centers, Integrated Communications, university partners


Other Strategic Focus Areas Addressed Student Experience, Workforce Impact

AQIP Category AddressedCategory 2 – Meeting Student and Other Key Stakeholder Needs

Strategy #3Strengthen divisional culture to ensure engagement, inclusion and the recognition and use of individual talents and strengths

A divisional culture where every member can contribute to their fullest potential supports the mission of the College and the Division of Nursing Education. Employee development and engagement, inclusion and opportunities for advancement are essential components in delivering optimal services to students.

Impact on Student Success and CompletionAn inclusive divisional culture enhances the level of student service provided.

MeasuresFaculty and staff development offerings and participation, participation and leadership on College-wide committees and task forces, number of internal promotions, annual faculty evaluations

Collaborative UnitHuman Resources


Other Strategic Focus Areas AddressedEquity in Outcomes; Commitment, Continuity and Community Outreach

AQIP Category AddressedCategory 3 – Valuing Employees

“I am currently finishing my 10th year of

teaching in the associate degree nursing

program, and each semester still brings a

new and fresh beginning! I always wanted

to be part of educating the next generation

of nurses, to leave some type of legacy. I was

lucky enough to have been chosen to fulfill my

career dream as a nurse educator at Tri-C. It

is with great pride that I have seen the results

of my dream fulfilled at each pinning and

graduation ceremony.”

LINDA A. STRONG, MSN, RN, CPNP, CNEAssociate Professor

“Tri-C’s nursing program – grueling? Yes.

Hectic? Yes. Worth it? Yes, yes, yes! I am

excited about my future as a nurse and know

that I will excel in my career and continue

with my education to receive an MSN degree.

Thanks, Tri-C!”

SAMANTHA NICOLE TORRES, RN, MHA, BS2014 Associate Degree Nursing Graduate

“I have worked very hard in the Tri-C nursing

program, and I know I have received a very

valuable education. I have had instructors

both in class and in the clinical setting who

have impacted my life and my career. There

are several instructors that I have been able

to count on for educational and professional

inspiration and advice. My experiences and

my relationships will always be incredibly

special to me.”

2014 ASSOCIATE DEGREE NURSING GRADUATE

“They say one seed can start a garden, one

candle can light a room, and one person can

make all the difference. I was in pain, the bed

was uncomfortable, and I didn’t want to be

there. Then in comes Anna (Tri-C student

nurse), and she made all the difference.

Everything she did for me was done with

kindness, and her love of nursing radiated

through. What an absolutely beautiful soul

she has — and what a bright career she has

ahead of her.”

NORTHEAST OHIO HOSPITAL PATIENT

Strategy #4Develop a systematic, data-driven program evaluation process

A systematic evaluation process that is realistic, philosophically driven and focused on data of interest to faculty, employers, students and other stakeholders is critical to program success. In this process, program and student data are collected, aggregated and analyzed by cohort to identify areas of strength and opportunity within the program.

Impact on Student Success and CompletionProgram and student data are useful tools for program improvement and promotion of student success in that they can be used to identify learning gaps and determine potential intervention points.

MeasuresCourse and program completion rates, course and faculty evaluations, exit test scores, NCLEX pass rates, job placement rates, graduate and employer satisfaction surveys

Collaborative UnitsEvidence and Inquiry, Integrated Communications


Other Strategic Focus Areas Addressed Student Experience; Transparency, Accountability and Communication; Commitment, Continuity and Community Outreach

AQIP Categories AddressedCategory 2 – Meeting Student and Other Key Stakeholder NeedsCategory 6 – Quality Overview

Strategy #5Engage in community outreach to develop relationships that serve the community and support nursing education

Making community outreach and service learningopportunities an integral part of nursing education is a top priority. Taking students outside of theCollege and clinical environments to connect withdiverse segments of the population enhancestheir understanding of the social, cultural andeconomic forces that impact health care.

Impact on Student Success and CompletionEmerging research suggests that integrating academics and community service leads to greater student leadership development, enriched learning and improved academic performance. Service learning generates a higher level of student engagement, which results in improved student retention.

MeasuresNumber of Student Nurse Association outreachactivities, number of community activitiesincorporated into the nursing curriculum

Collaborative UnitsIntegrated Communications, clinical affiliates, community agencies


Other Strategic Focus Areas AddressedStudent Experience; Commitment, Continuity and Community Outreach

AQIP Categories AddressedCategory 1 – Helping Students LearnCategory 2 – Meeting Student and Other Key Stakeholder Needs

INTEGRATED PLAN FOR CENTERS OF EXCELLENCE FY 16-17DIVISION OF NURSING EDUCATION

• Ranked fourth among community college associate degree nursing programs in the nation

• Fully accredited by the Accreditation Commission for Education in Nursing (ACEN) through 2022

• 39 full-time teaching personnel with master’s degrees in nursing; student to full-time faculty ratio of 22:1

• 65 percent of the 150 nursing clinical adjunct faculty hold a master’s degree in nursing

• Two doctorally-prepared clinical coordinators hired to facilitate orientation and mentoring of adjunct faculty in the clinical setting

• Developed the Dean’s Cabinet, comprising the nursing administrative team and nursing faculty subcommittee chairs, to ensure implementation of College-wide and divisonal strategic plans

• Increased student involvement in governance through the Student Nurses Association and student representation on divisional and faculty committees

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Key PartnershipsRN-to-BSN University Partners• Chamberlain College• Cleveland State University• Governor’s College• Malone College• Ohio University• The Ohio State University• Ursuline College

Clinical Affiliates• The Cleveland Clinic• MetroHealth System• St. Vincent Charity Hospital• University Hospitals of Cleveland and other

health care systems• The Ohio League for Nursing• The Ohio Action Coalition• The Ohio Board of Nursing• ACEN

ACCOMPLISHMENTS

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NURSING CLINICAL ADJUNCT FACULTYHOLD A MASTER’S DEGREE

IN NURSING


Center forCreative ArtsOverarching Goal

To cultivate a creative community and sustain the arts throughout Northeast Ohioby providing access to a wide range of high-quality academic programs and publicevents, facilitated by exceptional faculty and visiting artists using state-of-the-artfacilities and technology in a collaborative, interdisciplinary environment

Strategy #1Expand community outreach to increase student and public engagement

Creative Arts will strengthen ties to the community, expanding opportunities for students and community members to experience the arts and find their own creative voice. This will be achieved through free public events, artist-in-residence programs, master classes, campus-based student productions and collaborations between the various Creative Arts departments.

Impact on Student Success and CompletionBy expanding opportunities for collaboration between students and the community, Creative Arts will increase student engagement, a key factor in student success. Students and community members will have more opportunities to participate in the arts, both as artists and audience members.

MeasuresPublic attendance at various performances, student participation in cultural programming,student persistence rates, number of students attending events

Collaborative Units Tri-C Foundation, Integrated Communications, campus presidents


Other Strategic Areas AddressedStudent Experience; Commitment, Continuity and Community Outreach

AQIP Categories Addressed:Category 2 – Meeting Student and Other Key Stakeholder NeedsCategory 4 – Planning and Leading

Strategy #2Take advantage of the local arts culture to assist in providing students with unique tools for academic and career success

The city of Cleveland is home to a robust arts culture, offering many unique opportunities for students. Creative Arts will expand enrollment and enhance students’ options for success through focused, ongoing curriculum review, increased programming, strong connections to the local arts industry and clear pathways to graduation, transfer and employment.

Impact on Student Success and CompletionTri-C is in a unique position to prepare students for successful artistic pursuits, whether they enter the workforce directly or continue their studies at a four-year institution. Ongoing curriculum review, regular feedback from industry professionals and integrated, hands-on learning experiences allow the College to provide students with the tools they need to complete their degrees and establish successful careers. Through partnership with the Tri-C Foundation, the Center for Creative Arts will provide funding support for talent-based scholarships for qualified students, expanding enrollment opportunities locally. Creative Arts will also work closely with the Foundation to identify grant opportunities for curriculum expansion and special projects including film production, touring opportunities for music students and a College-wide theater production.

MeasuresCompleted program pathways, formal program reviews, number of articulation partners identified, number of students placed in experiential learning settings, number of students hired, increased advisory committee participation, number of student scholarships provided, expanded performance opportunities for students, expanded collaboration with non-credit programs

Collaborative UnitsTri-C Foundation; Dean’s Council; Evidence and Inquiry; Student Production Office; Workforce, Community and Economic Development; industry-specific advisory councils


Other Strategic Area Addressed Workforce Impact

AQIP Category AddressedCategory 1 – Helping Students Learn

Strategy #3Increase participation in arts activities through enhanced preparatory programs

The goal of the preparatory program is to offer a vibrant arts curriculum to students in the Greater Cleveland area and create a clear pathway to college in the process. Tri-C will reach a broader group of students and increase participation in both on- and off-campus activities through expanded relationships with local schools, increased scholarship opportunities for preparatory programs, after-school ensembles, private instruction and introductory summer programs.

Impact on Student Success and CompletionExposing younger students to the campus environment is vital to their future success in the arts and higher education. The Performing Arts Academy will work with other College programs to create clear pathways that bridge students from non-credit offerings to college credit courses, maximizing students’ postsecondary credit opportunities during high school and encouraging them to continue their studies upon graduation.

MeasuresStudent registrations in preparatory curriculum, students attending Tri-C upon completion of preparatory programs, number of partner organizations, number of on-campus events

Collaborative UnitsTri-C Foundation, Continuing Education, High Tech Academy, Integrated Communications


Other Strategic Areas AddressedStudent Experience, Equity in Outcomes

AQIP Categories AddressedCategory 1 – Helping Students LearnCategory 2 – Meeting Student and Other Key Stakeholder Needs

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“I started my company because

of the love I have for teaching

the arts. But after I had the

opportunity to take art therapy

classes at Tri-C, it instantly hit me

that I should merge the two loves

together. Although I originally

thought I would pursue a career

in graphic design, after my first

painting class, I was able to see

that I could do more.”

RAECHL WALKERTri-C Graduate and Owner of Dream Inc.

“All of our students who have gone

through the TOP program are

now enjoying successful college

experiences. I firmly believe that

bringing excellent quality training

in the arts into an environment

such as Tri-C provides the students

with a passion for achievement.”

DIANNA RICHARDSONCleveland School of the Arts

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INTEGRATED PLAN FOR CENTERS OF EXCELLENCE FY 16-17CENTER FOR CREATIVE ARTS

• Hosted the Tommy LiPuma recording project in collaboration with faculty and students from the Photography, Interactive Media, Media Arts and Filmmaking and Recording Arts and Technology programs

• Increased JazzFest participation through the new summer festival format and free outdoor performances

• Numerous art programs offered to the public including campus art galleries, studio art demonstration days at the Western Campus and the annual art therapy show at Eastern Campus

• Developed new master class opportunities at the House of Blues sponsored by Live Nation

• Signed articulation agreements with Berklee College of Music and The Hartt School of Music

• Presented a guest lecture series, sponsored by The Rock and Roll Hall of Fame and Museum, featuring pop music luminaries

• Developed new College Credit Plus pathways for Visual Arts, Theater, Journalism and Mass Communication, Music and Graphic Design

• Developed innovative new courses in dance, recording arts, music and arts entrepreneurship with support from The Cleveland Foundation

• Secured free student memberships to the Cleveland Museum of Art

• Installed a state-of-the-art music technology lab at the Eastern Campus with support from the Kelvin and Eleanor Smith Foundation

• Expanded Performing Arts Academy offerings in dance and jazz

• Secured support from the Jennings Foundation to provide free admission to The Orchestra Program (TOP) for CMSD students

° 40 percent of students enrolled in TOP (ages 6-18) enrolled in college credit classes

• 50 percent of students in the Center for Arts-Inspired Learning’s Artworks job training program are currently enrolled in credit courses at Tri-C

Key PartnershipsEducational institutions• Berklee College of Music• Center for Arts-Inspired

Learning• Cleveland School of the Arts• Cuyahoga Valley Career Center• Hartt School of Music

Non-Profit Organizations• Boys and Girls Clubs• Cleveland International

Film Festival• Cleveland Public Library• Dance Cleveland• Flashes of Hope• Great Lakes Theater• Olivet Institutional

Baptist Church• YMCA

Area Businesses• American Greetings• Cleveland Flea• I Heart Media• Live Nation• PBS Ideastream• Sherwin-Williams

Museums• Cleveland Museum of Art• MOCA• Rock and Roll Hall of Fame

and Museum

Venues• Beachland Ballroom and Tavern• House of Blues• Nighttown• Playhouse Square

“She (my daughter) suddenly

began to blossom. Her focus and

drive were different. She began to

talk about college and her future.

She began to dream, a trait that

seems to be lost with today’s youth.

This child had such a tremendous

amount of creativity within her

that was being restrained because

she had not been privy to an

environment that would allow

her to be free with her gifts while

learning how to perfect them.”

MICHELE WHITFIELDMother of a Jazz Prep Student

“Recently we went to the House

of Blues to see Better Than Ezra.

It was really neat because we got

to go backstage and work with

the sound people. They were

explaining everything that they did

and I learned a lot.”

LISA CATESRecording Arts and Technology Major

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ACCOMPLISHMENTSStrategy #4Build an effective JazzFest Advisory Committee to expand JazzFest programming as well as community and educational outreach

The Center for Creative Arts will work to expand the advisory committee for JazzFest to assist the division with identifying talent, forging connections with major artists, increasing opportunities for student participation and expanding the scope and reach of this annual event.

Impact on Student Success and CompletionAdvisory committees provide key information and support for student success by informing the College of updates in industry standards, expectations for student outcomes and new trends in the job market. Increasing opportunities to engage Creative Arts students with industry partners through JazzFest programming will ensure applicability of the curriculum and maximize job opportunities for students. Expanding the advisory committee for JazzFest will broaden its reach into the community and attract more student and community participation.

MeasuresNumber of active advisory committee members,number of advisory committee meetings per year,number of students participating in internships or co-ops through advisory committee members, number of students job-shadowing during events

Collaborative UnitsTri-C Foundation, Curriculum Development, Integrated Communications


Other Strategic Areas AddressedWorkforce Impact; Transparency, Accountability and Communication

AQIP Categories Addressed:Category 1 – Helping Students LearnCategory 2 – Meeting Student and Other Key Stakeholder Needs

Strategy #5Create expanded access to major cultural institutions through new joint-use and sponsorship agreements

Creative Arts has been able to expand educational offerings through joint use and sponsorship agreements with major Cleveland cultural institutions such as the Cleveland Museum of Art, The Rock and Roll Hall of Fame and Museum, House of Blues and Playhouse Square. These agreements provide direct educational benefits for students including classroom space, membership benefits, tours and tickets to performances and master classes.

Impact on Student Success and CompletionBy creating expanded access to major cultural institutions, Creative Arts will provide students with in-depth experiences and expanded access to world-class performances, archives, lectures and other learning opportunities. This external involvement will enhance students’ educational experiences and increase retention and engagement.

MeasuresNumber of new and continuing agreements, student use of in-kind benefits, number of student internships developed, number of students attending classes at cultural institutions, student attendance at master classes, performances and exhibits

Collaborative UnitsTri-C Foundation, campus-based Community Relations offices, Integrated Communications



AQIP Categories Addressed:Category 2 – Meeting Student and Other Key Stakeholder NeedsCategory 4 – Planning and Leading

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Public Safety Training InstituteOverarching Goal

To support the industry and public safety forces in our 12-county target market by providing timely and creative training options at Tri-C’s state-of-the-art training facility and off-site locations, thereby providing a higher level of safety and care for the citizens of Northeast Ohio

Strategy #1Implement and maintain accreditation standards of the Commission on Accreditation for Law Enforcement Agencies (CALEA) and the Pro Board Fire Safety Training Academy

With increased concern surrounding police conduct and quality of training nationwide, the Public Safety Training Institute must offer the best, state-of-the-art solutions to ensure a qualified and competent public safety workforce. As a regional facility for Northeast Ohio, the Institute’s delivery of law enforcement training is monitored by CALEA, a nationally recognized organization founded in 2002 to promote superior public safety training and recognize professional excellence. Tri-C’s is one of only 28 CALEA-accredited law enforcement training academies in the United States. Tri-C’s Fire Academy uses the National Fire Protection Association (NFPA)’s professional qualification standards and is accredited by Pro Board.

Impact on Student Success and CompletionPro Board Fire Safety Training Academy accreditation allows students to become certified by NFPA (and thereby eligible to be hired anywhere in the United States), while CALEA accreditation enhances the student experience by promoting professional development for instructors.

MeasuresNumber of students trained from private industry, governmental agencies and open enrollment

Collaborative Units Workforce, Community and Economic Development; Federal officials; government entities; private industry

Timeline Spring 2015 – Fall 2018

Other Strategic Areas AddressedWorkforce Impact; Transparency, Accountability and Communication; Commitment, Continuity and Community Outreach

AQIP Category Addressed:Category 2 – Meeting Student and Other Key Stakeholder Needs

Strategy #2Provide professional development and in-service training and tools for public safety training staff

As a best practice and in compliance with the CALEA and Pro Board standards, the law enforcement and fire training academies will provide professional development training for all instructors and staff. With departmental assistance, instructors can enhance their skills through internal and external learning opportunities.

Impact on Student Success and CompletionThese opportunities allow instructors to maintain their certifications and keep current on specialized areas of training in order to better teach students and provide them with marketable skills.

MeasuresPercentage of staff completing professional development activities

Collaborative UnitsHuman Resources, Office of Learning and Development, Legal Services


Other Strategic Areas AddressedEquity in Outcomes; Commitment, Continuity and Community Outreach

AQIP Category AddressedCategory 3 – Valuing Employees

Strategy #3Expand the scope of customized trainingservices through advisory committee outreach

Advisory committee input is critical to student success. Programs are modified based on partner and industry needs, which may include curriculum changes and in-service offerings. The advisory committees and public safety training staff will identify target markets. They will reach out to regional organizations and private businesses to identify their needs with the goal of increasing the customized training services offered.

Impact on Student Success and CompletionExternal partners represent a great source for expanding the institute’s instructor pool and may provide new opportunities and resources for students through additional skills training.

MeasuresNumber of advisory committee members, number of students hired, increase in enrollment, number of new courses offered, amount of additional revenue

Collaborative UnitsAdministration and Finance; Integrated Communications; Workforce, Community and Economic Development


Other Strategic Areas AddressedStudent Experience; Workforce Impact; Transparency, Accountability and Communication

AQIP Categories AddressedCategory 2 – Meeting Student and Other Key Stakeholder NeedsCategory 4 – Planning and LeadingCategory 6 – Quality Overview

“The Tri-C Fire Academy molded me into the

person I am today, and the best firefighter

I can be. With my degree from Tri-C, I was

able to obtain a job early in my career with

a solid understanding of the fire service. The

dedicated and knowledgeable instructors

were the heart of the program. They share

their experiences and knowledge to help you

prepare for what the fire service is all about.

The Tri-C Fire Academy is committed to

providing the best education to give you the

skills you need to succeed.”

JOSHUA ALLEN2011 Associate Degree EMT Graduate

“The Fire Academy has produced quality

firefighters for many decades. As a graduate

of the academy, I felt very prepared as

I began my career in Cleveland Heights.

We have found that the students who

graduate Tri-C’s academy typically come to us

with a strong base in the fundamentals that

lead to efficient and safe operations. The

recent capital improvements will only serve

to provide even more high-quality

training opportunities.”DAVE FREEMAN

Fire Chief, Cleveland Heights Fire Department

1514

“The best advice I can give (to a potential

student) is to pay attention. Do what is

asked of you and do what you are told. The

things you are going to learn are lessons for a

career, but they roll over into everyday life as

well. It can be a long, sometimes strenuous

journey, but when you make it through,

you are a different person. You will develop

skills, but you will also develop friendships

that will last long beyond the academy.”

JASON HARTEPrivate Security Academy Graduate

“The police officers, firefighters and

paramedics of Cleveland’s Department of

Public Safety have received the benefit of

the Tri-C learning environment for basic

training, in-service training and supervisory

training over a period of many years. In

addition to the learning environment

provided by (Tri-C’s) campuses, our

employees have also benefitted by receiving

college credit for their efforts. The college

setting provides an opportunity for our

employees to become more well-rounded

individuals while learning the necessary

skills to provide service to our community.”

MICHAEL MCGRATHPublic Safety Director, City of Cleveland

Strategy #5Increase student retention rate and brand awareness

One of the most challenging issues facing Tri-C’s public safety academies is retention. Several factors must be examined, including financial aid eligibility; illness, employment and other personal factors; and failure to complete program requirements. More effort by internal partners will be needed to pre-screen students and help them complete necessary paperwork. Brand awareness will be increased through wider use of social media and a strong Internet presence along with target marketing in industry journals.

Impact on Student Success and CompletionImproving student services up front will help ensure success as students progress through and complete the academy.

MeasuresIncrease in retention, client survey results, number of new customers

Collaborative UnitsIntegrated Communications, Student Financial Aid



AQIP Categories AddressedCategory 2 – Meeting Student and Other Key Stakeholder NeedsCategory 4 – Planning and LeadingCategory 5 – Knowledge Management and Resource Stewardship


16

• Tri-C’s police and fire academies rank in the top five performers in the state of Ohio

• The 37,000 square foot Public Safety Training Center (PSTC) opened at the Western Campus in August 2014

• The PSTC provides service to 12 surrounding counties

• The Pro Board-certified Fire Training Academy provides agility testing for more than 100 fire department entrance tests and has partnered with the State Fire Academy to provide basic and advanced cause-and-origin arson courses

• The Advanced Law Enforcement program provides agility testing for more than 60 police department entrance tests

• The Police Academy program is entering into an agreement with CALEA to become a nationally recognized training facility

• The PSTC is recognized by peers as an exceedingly professional academy producing highly qualified cadets

Key PartnershipsCounties• Ashtabula• Geauga• Lake• Lorain• Mahoning• Medina• Portage• Stark• Summit• Trumbull

Local Organizations• Cuyahoga County Sheriff’s Department• Greater Cleveland RTA• Northeast Ohio Regional Sewer District

Area Businesses• Alcoa• General Motors• Lubrizol• PPG Industries

ACCOMPLISHMENTS

POLICE AND FIREACADEMIESTR

I-C’S

RANKIN THEPERFORMERS IN THE

STATE OF OHIO

17

Strategy #4Expand public outreach to increase minority participation in public safety programs

One of the most critical issues for safety organizations is the disconnect between the demographics of their departments and the communities they serve. With input received from advisory committee members, the institute will implement more aggressive recruitment strategies for minorities and high school or career center students. This will require more marketing via electronic and paper media as well as staff participation and attendance at career fairs to highlight opportunities in the public safety sector.

Impact on Student Success and CompletionExposing a wider demographic of students to career opportunities in public safety will help meet the growing needs of public safety forces in our service area by connecting them to a highly skilled, diverse workforce.

MeasuresPercent increase in minority and high school students, number of participating career centers and joint vocational schools

Collaborative UnitsIntegrated Communications; Workforce, Community and Economic Development; local high schools, career centers and joint vocational schools



AQIP Category AddressedCategory 2 – Meeting Student and Other Key Stakeholder Needs


Hospitality Management CenterOverarching Goal

To be a national leader in hospitality education, producing the finest hospitality professionals impacting local, regional and global communities through an industry-validated curriculum taught by distinguished faculty in an ultramodern learning environment, with direct access to and input from industry leaders

Strategy #1Enhance industry-validated curriculum to support student degree and certificate completion while addressing local, regional and global industry needs

Revising existing curriculum and developing new programs will lead to more robust, industry-focused programming. In addition, faculty will integrate sustainability and other leading-edge concepts across the curriculum in response to current needs and to prepare students for future practices in the hospitality industry.

Impact on Student Success and CompletionStudents will be able to match their passion and interests to opportunities within the hospitality industry in ways that fuel their desire to succeed and achieve their goals.

MeasuresRetention rates, number of certificates and degrees completed, job placement rates

Collaborative UnitsHMC Advisory Committee, Tri-C Counseling Services, Curriculum Development

TimelineFall 2015 – Spring 2016

Other Strategic Area AddressedWorkforce Impact

AQIP Categories Addressed:Category 1 – Helping Students LearnCategory 2 – Meeting Student and Other Key Stakeholder Needs

Strategy #2Build student enrollment and completion through expanded resources and support services

The HMC will strengthen its community and culture through participation in charitable events, recognition of student accomplishments, and on-site and virtual delivery of selected student support services such as counseling and financial aid.

Impact on Student Success and CompletionProviding readily available student support services at the HMC and rewarding and recognizing student achievements will create a professional immersion experience that fosters student learning and success.

MeasuresRetention rates, number of certificates and degrees completed

Collaborative UnitsHMC Advisory Committee, Career Services, Tri-C Counseling Services, Integrated Communications, Student Financial Aid


Other Strategic Areas AddressedStudent Experience, Equity in Outcomes

AQIP Categories AddressedCategory 1 – Helping Students LearnCategory 4 – Planning and LeadingCategory 5 – Knowledge Management and Resource Stewardship

Strategy #3Leverage industry relationships to guide program development and maximize opportunities for students

The HMC will develop partnerships with regional industry leaders that provide valuable guidance in curriculum development and validation while maximizing experiential learning opportunities for students.

Impact on Student Success and CompletionStrong relationships with hospitality partners will help students gain entry into the hospitality industry while they earn their degrees and certificates. Leveraging these industry partnerships to validate curriculum will ensure quality and relevancy, thereby maximizing job opportunities for students upon graduation.

MeasuresDepth of participation by industry partners on HMC Advisory Committee, number of active industry mentors, job placement rates, value of gifts and equipment donations

Collaborative UnitsHMC Advisory Committee, Curriculum Development, Tri-C Foundation


Other Strategic Areas AddressedWorkforce Impact; Commitment, Continuity and Community Outreach

AQIP Categories AddressedCategory 1 – Helping Students LearnCategory 2 – Meeting Student and Other Key Stakeholder NeedsCategory 4 – Planning and Leading Category 5 – Knowledge Management and Resource Stewardship

“We measure our success as a Tri-C Center of

Excellence not by the credentials of our staff

or the enrollment in our programs but by the

lives that are forever changed as evidenced by

the success of our graduates.”

KAREN L. MONATH

Certified Hospitality Educator/Assistant Professor

“Our center of excellence provides students

with opportunities in the industry at every

level, in which they can make a positive

impact in Cleveland or wherever they choose

to work in the field.”

MELANIE ADAMS

Certified Hospitality Educator/Assistant Professor

1918

I N C R E A S E I NASSOCIATE DEGREECOMPLETION

“Tri-C’s Hospitality Management Center is a

place to learn and develop as a professional

for a career as well as a place to expand and

grow as an individual for a lifetime.”

MAGDALIS GALARZAHospitality Student

“Tri-C’s program feeds the minds and the

vitalities of its students. The College is

privileged to have prodigious partnerships

with the top hospitality service providers in

the community. The program truly prepares

the students to be the next leaders in the

hospitality industry.”

BRANDT EVANS

Restaurant Owner/Chef

Strategy #4Strengthen national reputation as a center of excellence in hospitality management

The HMC will sponsor and participate in local, regional and national showcase events and competitions that provide opportunities to highlight its comprehensive approach to hospitality education.

Impact on Student Success and CompletionAn enhanced reputation as a center of excellence will facilitate student recruitment, strengthen program and industry linkages and increase student marketability to premier employers.

MeasuresRetention and completion rates, number of graduates employed in the industry, averagestarting salary, employer satisfaction, number and success of students transferring to four-year institutions

Collaborative UnitsHMC Advisory Committee, Career Services, Curriculum Development, Integrated Communications


Other Strategic Areas AddressedWorkforce Impact; Transparency, Accountability and Communication


Strategy #5Recruit and retain teaching and administrative talent necessary to safeguard Tri-C’s reputation as a center of educational excellence

The HMC will provide and maintain the leadership, creativity, heart and passion required to support its ongoing evolution as a nationally recognized center of excellence in hospitality education.

Impact on Student Success and CompletionEffective teaching and strong administrative leadership provide the necessary conditions for student success and fulfillment of the program’s mission.

MeasuresNumber and strength of tenure-track faculty, implementation of an effective organizational structure, student retention and completion rates, number of graduates employed in the industry, average starting salary, employer satisfaction, number and success of students transferring to four-year institutions

Collaborative UnitsAccess, Learning and Success; Administration and Finance; Human Resources; Integrated Communications



AQIP Categories AddressedCategory 1 – Helping Students LearnCategory 3 – Valuing EmployeesCategory 6 – Quality Overview

• Increased certificate completion by 227 percent

• Increased associate degree completion by 250 percent

• Decreased number of credit hours in the Restaurant and Food Service associate degree program to meet Ohio Board of Regents requirements

• Invited by the InterContinental Hotel of Cleveland to compete in the national Ultimate Culinary Clash

• Provided critical assistance since 2013 for University Hospitals’ top fundraising event, Five Star Sensation, by hosting pastry chefs from all over the United States and providing them with student assistants

• Showcased expertise in baking by catering Tri-C’s annual holiday gala in 2013 and 2014

• Provided catering for WVIZ/Heinen’s Champagne under the Chandelier event in March 2015

• Hosted more than 120 continuing and community education, corporate training and industry events at the HMC since 2010 in partnership with Pura Vida, Corporate College® and Tri-C’s Continuing and Community Education department

Key Partnerships• Accreditation Commission for Programs in

Hospitality Administration• American Culinary Federation• Aramark• CresCor• Family, Career and Community Leaders

of America• Flavorseal• Geis Hospitality Group• InterContinental Hotels• National Restaurant Association• Pierre’s Ice Cream• Pro Start• Vitamix

ACCOMPLISHMENTS

ACCOMPLISHMENTS


2120

HOSPITALIT Y MANAGEMENT DEPARTMENT


2322

Center forInformation TechnologyOverarching GoalTo be a national leader in educating information technology (IT) professionals, building on the existing legacy of esteemed IT faculty and nationally recognized IT workforce training programs to provide students with cutting-edge, hands-on training opportunities that allow them to attain national industry certifications

Strategy #1:Expand and validate curriculum to address student degree and certificate attainment while meeting local, regional and global industry needs

Strategy #2:Cultivate and expand industry partnerships to broaden student opportunities for applied learning

The IT Center will continue to cultivate industry partnerships and prioritize the establishment of new collaborative relationships to maximize program relevance and create additional opportunities for hands-on experience and exposure to the IT industry.

Impact on Student Success and CompletionViable partnerships with IT industry leaders will create new opportunities for students to learn about IT through practical industry applications. These partnerships will foster new opportunities for students to earn relevant IT credentials and earn income while pursuing their degree or certificate.

MeasuresRetention and completion rates, internship/job placement rates, depth of participation by IT industry partners on advisory committee and employer board, dollar value of gifts and equipment donations

Collaborative UnitsIT Advisory Committee, IT Employer Board, Career Services, Evidence and Inquiry, Tri-C Foundation, Integrated Communications

TimelineFall 2015 – Fall 2017


AQIP Categories AddressedCategory 1 – Helping Students LearnCategory 4 – Planning and LeadingCategory 5 – Knowledge Management and Resource Stewardship

Strategy #3:Recruit, retrain, recertify and retain IT faculty and staff to advance the national reputation as a center of excellence in information technology

The IT Center will encourage professional development for its instructors and leaders. Real-time labor market data will be obtained and analyzed to ensure that professional development opportunities for existing faculty align with industry trends. The IT Center will also evaluate new candidates for hire based on a demonstrated commitment to innovation and lifelong learning. Faculty members will be encouraged to lead local, regional and national initiatives to foster learning and innovation as well.

Impact on Student Success and CompletionInnovative, relevant, high-quality IT training and education provide our students with multiple opportunities for success while fulfilling the Center’s mission.

MeasuresNumber and strength of tenure-track faculty, number of new faculty certifications, number of faculty members completing additional training, number of submissions for professional improvement leave

Collaborative UnitsAccess, Learning and Success; Administration and Finance; Evidence and Inquiry; Human Resources; Integrated Communications

TimelineSpring 2015 – Spring 2017

Other Strategic Area AddressedCommitment, Continuity and Community Outreach

AQIP Categories AddressedCategory 1 – Helping Students LearnCategory 3 – Valuing EmployeesCategory 6 – Quality Overview

“Since joining Tri-C after 20-plus years as a

software developer, my goal has been to bring

an industry perspective to my programming

classrooms. I always try to provide

opportunities outside of the classroom that

complement the course content.”

MATT WEISFELDAssociate Professor, Information Technology

“Having been unemployed for a couple of

years but with a long background in the IT

field, I was looking to find a way to re-educate

myself and relaunch my career in the industry.

What was so appealing about the Network

Support Specialist program was not only the

content but the cost; the whole program was

funded through a Department of Labor grant.

The team of instructors has been outstanding

and the level of instruction provided is

excellent. In the next few weeks I will complete

the training and have no doubt that upon

passing the CISCO certification tests I will

be ready to re-enter the IT workforce with

valuable and in-demand technical skills.

GLYNNE DAVIESNetwork Support Specialist Student

The IT Center will proactively evaluate its curriculum to meet industry needs. As part of this process, the Center will conduct an audit of industry needs and review offerings to assess strengths and opportunities, validating these findings through real-time labor market information as well as with industry partners. New courses in data analytics, cloud computing and data center management, along with an accelerated cohort for software development training, will be available beginning in fall 2015. The Center is also working to expand cyber security offerings via collaborations with Anne Arundel Community College and Wright State University.

Impact on Student Success and CompletionThe IT Center will provide leadership and continue to develop highly trained IT professionals who will contribute to local, regional and global communities. Students can take advantage of robust, industry-validated programming to improve their skills and prepare them for careers in the high-demand IT field where they can earn salaries up to 50 percent higher than those in the average private sector job.

MeasuresRetention rates, number of certificates and degrees completed, internship/job placement rates, number of graduates employed in IT, average starting salary, employer satisfaction

Collaborative Units IT Advisory Committee, Career Services, Curriculum Development, Evidence and Inquiry, STEM Regional Collaborative

TimelineFall 2015 – Fall 2017

Other Strategic Areas AddressedWorkforce Impact, Equity in Outcomes

AQIP Categories AddressedCategory 1 – Helping Students LearnCategory 2 – Meeting Student and Other Key Stakeholder NeedsCategory 6 – Quality Overview

“The IT program has allowed me totake what I have learned, apply it,and be a huge help to the community.I have learned so much – not only Web development, but how to be more marketable to companies and future clients. Tri-C gives you opportunities to use what you have learned in yourpursuit of a career, so take them –you’ve got nothing to lose.”

STEVE THOMASWeb Application Development Student

“I have been working as a network administrator for the past three years and wanted to take my career a step further. The CISCO Certified Network Associate (CCNA) courses were a great introduction into the CISCO engineering world. I now have a much broader and better understanding of networking. My goal is to pass the CISCO Certified Network Professional (CCNP) exams and then head back to class. I look forward to entering the network engineering career field now that I am a CCNA.”

MIKE DEMITRIEFFCISCO Technical Training Institute Graduate

INTEGRATED PLAN FOR CENTERS OF EXCELLENCE FY 16-17INFORMATION TECHNOLOGY

• Over 650 students have earned IT-related degrees and certificates since 2010

• Over 500 students have earned IT-related certificates through the College’s workforce program since 2010

• Tri-C’s Cisco Academy, one of the largest in the region, boasts more than 1,000 graduates with 70 percent passing Cisco certification exams and 82 percent receiving internships with local employers

• Hamid Abdollahian, executive director of Tri-C’s Cisco Academy, received the Going Above and Beyond award at the 2013 Cisco Networking Conference

• Reduced the number of credit hours required for IT program completion from 71 to 62

• Initiated a partnership with Wright State University for a possible 2+2 articulation agreement for cyber security

• Established new partnerships with Sherwin-Williams and Hyland Software to provide professional development opportunities for IT Center faculty and staff

• Faculty member Matt Weisfeld launched a website development venture called Coding Zone to connect small-to-medium sized local organizations with students who possess the requisite skills to build professional-quality websites

• Faculty member Kathy Tamerlano was awarded a grant from Google to increase student engagement in computing; a team of Western Campus students successfully redesigned a security lab and were awarded Chromebooks through the grant

24 25

Key PartnershipsEducational Institutions• Anne Arundel Community College• Baldwin Wallace University• Cleveland State University• Kent State University• Wright State University

Non-Profit Organizations• Brown Girls Coding• High Tech Academy• North Coast Tech Prep• Ohio Tech Prep• Women in Transition

Area Businesses• APB & Associates• ASMGi• CBIZ• Cisco• Epiphany Management Group• FormFire• Global Convergence Inc.• Hyland Software• JURINNOV• Kforce• MCPc• OHTech• Realeflow• Robert Half Technologies• RPM International• Sherwin-Williams• System Care Inc.• Visibility Marketing

ACCOMPLISHMENTSStrategy #4:Reconfigure and repurpose existing College facilities to create state-of-the-art IT learning environments

The IT Center will invest in specialized equipment to allow for hands-on training in multiple disciplines. The Center will launch the IT Sandbox as part of Tri-C’s digital fabrication laboratory, known as the Fab Lab. Existing lab spaces will be reconfigured to ensure that the facilities meet current quality and training demands in the industry. Each campus will offer distinct IT training opportunities featuring robust labs that have been designated as official Cisco Networking Academies. Specialized centers will include the Center for Cyber Security, Center for Programming Excellence, Center for Big Data, and the Center for Data Center Management/Cloud Computing.

Impact on Student Success and CompletionHigh-quality lab experiences using equipment that mirrors current industry configurations will enable students to apply theoretical concepts in a practical manner. These specialized labs also address business demands for entry-level professionals who can demonstrate hands-on experience with relevant technology.

MeasuresDollar value of equipment investments, dollar value of gifts and equipment donations, designation as a nationally recognized Cyber Center

Collaborative UnitsIT Advisory Committee, IT Employer Board, Tri-C Foundation, Integrated Communications, industry partners



AQIP Categories AddressedCategory 1 – Helping Students LearnCategory 2 – Meeting Student and Other Key Stakeholder NeedsCategory 5 – Knowledge Management and Resource Stewardship

Strategy #5:Establish a national reputation as a center of excellence in information technology training

The IT Center will host and participate in local, regional and national events and conferences to demonstrate Tri-C’s innovative approach to IT training and education. New community programs, such as the Brown Girls Coding Camps, will increase visibility of the IT program throughout our community. In addition, the Fab Lab’s IT sandbox will encourage more students to experiment with IT. The Center is also working to establish new articulation agreements with four-year universities to offer seamless transfer pathways for students.

Impact on Student Success and CompletionEnhanced program offerings, new community programs, innovative facilities and new career pathways will improve recruitment of IT students and bolster the Center’s reputation among industry partners.

MeasuresEnrollment rates, retention and completion rates, number of graduates employed in IT, average starting salary, employer satisfaction, number and success of students transferring to four-year institutions

Collaborative UnitsIT Advisory Committee, IT Employer Board, Career Services, Evidence and Inquiry, Tri-C Foundation, Integrated Communications, Job Link Services


Other Strategic Area AddressedCommitment, Continuity and Community Outreach


STUDENTSHAVE EARNEDIT-RELATED

DEGREES

CERTIFICATESS I N C E 2 0 1 0

OR


2726

Manufacturing Technology CenterOverarching GoalTo build upon the long history of manufacturing in Northeast Ohio by ensuring continued growth of the region’s traditional manufacturing operations and supporting emerging technologies within the industry; to be a national leader in training for new and emerging manufacturing technologies by addressing the need for middle-skill training and pathways to higher education while serving as a catalyst for connective solutions between the industry, the College and the community.

Strategy #1:Develop and launch new demand-driven non-credit to credit to degree programs

Strategy #2:Integrate academic and workforce programming by creating meta-majors in Manufacturing, Engineering and Logistics

The Manufacturing Technology Center will prioritize the development of innovative pathways for student success. These seven designated pathways include Manufacturing, Robotics, Mechatronics, Engineering and Technology, Supply Chain Management, Transportation and Apprenticeship training. The Center will establish meta-majors for manufacturing, engineering and logistics and redesigning curriculum within those disciplines to support students’ creativity and allow them to learn and work in a fully integrated environment. The Center will also expand upon recently launched 3D/Additive Manufacturing program by establishing a Fab Lab within its new creative space. Here, students, employers and the community at large will have access to the latest design technology and the ability to develop, create, design and fabricate a product from a centralized location within the Center.

Impact on Student Success and CompletionBy realigning program curriculum, enhancing existing programs and developing new and innovative training in high demand areas, Tri-C will develop clear pathways for students that will assist them along their academic journey.

MeasuresStudent evaluations, employer surveys, regional employment data, completion reports, placement rates, certificate/degree attainment

Collaborative Units Ohio Means Jobs, Veterans Services, faculty and deans, Fab Lab Network, four-year university partners and schools of business


Other Strategic Areas Addressed Student Experience, Workforce Impact

AQIP Categories AddressedCategory 1 – Helping Students LearnCategory 2 – Meeting Student and Other Key Stakeholder NeedsCategory 5 – Knowledge Management and Resource Stewardship

Strategy #3:Promote a welcoming environment that fosters transformative learning experiences while prioritizing success for all students

In a transformative learning environment, student knowledge and experience in academic as well as non-academic areas is equally valued. Instructors and student support services staff at the Center will be trained on contemporary pedagogies that emphasize student engagement and participation. A student wellness model will be developed to facilitate college readiness, course completion and credential attainment. Supplemental instruction and open lab access for students with special needs will become standard operating procedure to ensure equity in achievement.

Impact on Student Success and CompletionInstructors, staff and students are equal partnersin success. With this in mind, the ManufacturingTechnology Center will create a nurturingenvironment that enhances student success andcompletion through collaborative learning.

MeasuresDemographic data, completion reports, marketing reports, target segment reports

Collaborative UnitsIntegrated Communications, employer councils,sector boards, community-based organizations


Other Strategic Areas AddressedStudent Experience, Equity in Outcomes, Workforce Impact

AQIP Categories AddressedCategory 2 – Meeting Student and Other Key Stakeholder NeedsCategory 3 – Valuing EmployeesCategory 4 – Planning and Leading

“When I started at Tri-C, I hadn’t

been in school in nearly 11 years.

My professors and peers were

there for me every step of the way.

I was fortunate enough to get

hired by the Cleveland Clinic after

graduation. I recommend this

program to anyone who is looking

to get into a challenging and

rewarding career field.”

NATHAN SCAVONEClinical Engineering Technology Graduate

“I like the Welding Boot Camp

class very much. It’s very hands-

on and the instructor goes out

of his way to teach us… I highly

recommend this class to other

students. The instructor cares

about our success and our future.”

D’MAYRO BEARDFast Track Welding Boot Camp Student

The Manufacturing Technology Center will serve as the nucleus for Tri-C’s integrated approach to technical innovation, academic achievement, talent preparation and industry solutions. The Center will drive new and better-aligned curriculum advances, promoting student learning while also responding directly to industry needs. New training options will feature integrated academic and workforce programming with redesigned, flexible offerings. New high-demand programs will emerge in the areas of Technology Operations Management, Industrial CCNA, logistics and mechatronics. Internationally recognized credentials with labor market value will also be introduced, opening an elevated tier of employment opportunities to students. Latticed academic and workforce programs featuring integrated, real-world work experience will be made available. The Center will also feature various fast-track training options designed to shorten the time to completion and better prepare students for their chosen fields.

Impact on Student Success and CompletionBy focusing on training across disciplines and the alignment of curriculum with industry needs, Tri-C will ensure its students are well-prepared for success throughout their academic journey and as they transition from college to career.

MeasuresNumber of internships/co-ops created, employment rates, retention and completion rates, student and employer surveys

Collaborative UnitsEngineering, Business and IT programs, MAGNET, Ohio Means Jobs, advisory councils, sector boards, faculty and deans


Other Strategic Areas AddressedStudent Experience, Workforce Impact

AQIP Categories Addressed:Category 1 – Helping Students LearnCategory 3 – Meeting Student and Other Key Stakeholder NeedsCategory 5 – Knowledge Management and Resource Stewardship Category 6 – Quality Overview

“The Manufacturing Technology

Center is a valuable asset in our

community. Tri-C offers hands-on

experience, career networking and

reasonable tuition that makes success

affordable. All of my instructors have

gone above and beyond to make sure

their students succeed.”

KEIHEN KITCHENSteelworker for the Future Student

“I chose Tri-C’s Mechanical

Engineering Technology program

because it offers technical classes

that are accredited and transferable

to most colleges and universities.

Instructors are committed to helping

you however and whenever possible

– everyone is always available to help

you toward your ultimate goal of

graduating and achieving success.”

TYRONE MANHOFFMechanical Engineering Technology Student

INTEGRATED PLAN FOR CENTERS OF EXCELLENCE FY 16-17INFORMATION TECHNOLOGY

• Received training grants in excess of $13M

• Recognized four years in a row as Top 20 Workforce Development Company by TrainingIndustry.com

• Hosted a Regional 3D Printing and Additive Manufacturing conference for more than 200 employers, educators and community members in June of 2015

• Engineering department has received Accreditation Board of Engineering and Technology (ABET) accreditation

• Manufacturing training recognized by National Institute for Metalworking Skills (NIMS)

• Manufacturing Skills certification endorsed by National Association of Manufacturers (NAM)

• 1st Place at 2015 VEX Regional Robotics Tournament

• Precision Machining/Manufacturing department awarded The Tooling U - Society of Manufacturing Engineers (SME) Platinum Education Center Award – Tri-C was one of only five community colleges in the country to receive this award

28 29

Key PartnershipsEducational Institutions• Akron University• Case Western Reserve University• Cleveland State University• Kent State University• Ohio University• Missouri University• Tooling University• Youngstown State University

Industry Partners• Alcoa• Alloy Bellows• ArcelorMittal• Eaton• Erico• FirstEnergy• Ford Motor Company• General Motors• Great Lakes Shipyard• Horsburgh & Scott• Hose Master• Lincoln Electric• Philips• Republic Steel• Steris• Swagelok

ACCOMPLISHMENTS

Strategy #4:Leverage existing partnerships to create new industry connections both regionally and nationally

The Manufacturing Technology Center will provide leadership through strategic engagement of current and potential industry partners. Employers will be given a voice in the preparation and development of their future workforce through collaboration with faculty to develop curriculum, participation on engineering and manufacturing sector boards and involvement in CEO roundtables.

Impact on Student Success and CompletionTri-C continues to advance employers in Northeast Ohio by supporting industry needs. The Manufacturing Technology Center’s world-class facilities provide optimal training space for skill advancement in the region. Through its many business engagements, the Center is able to provide employment pathways that lead to career success for its graduates.

MeasuresEmployer engagements, internships/co-op opportunities, average earnings change rates (pre- vs. post-training), customer satisfaction surveys, degree and certificate attainment rates

Collaborative UnitsEvidence and Inquiry, advisory committees, sector boards


Other Strategic Areas AddressedEquity in Outcomes, Workforce Impact

AQIP Categories AddressedCategory 2 – Meeting Student and Other Key Stakeholder NeedsCategory 5 – Knowledge Management and Resource Stewardship

Strategy #5:Establish the Center as a national leader in Advanced Manufacturing

The Manufacturing Technology Center will build upon its 30-year history of providing advanced manufacturing training and will expand its footprint locally, regionally and nationally by establishing itself as an information and learning hub. The Center is positioned to become a catalyst for innovative technology by convening stakeholders and educating and engaging the business community. The Center continues to bridge the digital divide, as its efforts have drawn national attention and recognition in the area of robotics. This programming will be expanded through the addition of courses designed to integrate robotics, automation and industrial processes. Additional planned activities include a workforce summit and conferences highlighting global manufacturing advances and the impact of Industry 4.0.

Impact on Student Success and CompletionBy strategically redesigning our programs to align withnational trends in advanced manufacturing, we will increasestudent engagement and outcomes and establish theManufacturing Technology Center as a national leader foradvanced manufacturing information and education.

MeasuresCustomer satisfaction reports, industry surveys, industry/association involvement, employer engagement rates

Collaborative UnitsIT Center, industry partners, MAGNET, National Association of Manufacturers, National Coalition of Advanced Technology Centers, four-year university partners, America Makes, Fab Lab Network


Other Strategic Areas AddressedStudent Experience, Workforce Impact

AQIP Category AddressedCategory 1 – Helping Students LearnCategory 2 – Meeting Student and Other Key Stakeholder NeedsCategory 6 – Quality Overview

R E C E I V E DTRAININGGRANTS

IN EXCESS OF

16-0020

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